Turn the Ship Around


“Marquet was a Naval Academy graduate and an experienced officer when selected for submarine command. Trained to give orders in the traditional model of “know all–tell all” leadership, he faced a new wrinkle when he was shifted to the Santa Fe, a nuclear-powered submarine. Facing the high-stress environment of a sub where there’s little margin for error, he was determined to reverse the trends he found on the Santa Fe: poor morale, poor performance, and the worst retention rate in the fleet.”

The Rabbit Hole is written by Blas Moros. To support, sign up for the newsletter, become a patron, and/or join The Latticework. Original Design by Thilo Konzok.

Key Takeaways

  1. Leader-Leader Model: Marquet challenges the traditional Leader-Follower model, arguing that empowering each member of the team to think and make decisions like leaders can transform an organization. This contrasts with the conventional approach where only the people at the top make decisions.
  2. For the Leader-Leader model to work, two critical elements must be in place: competence and clarity. Everyone must be fully competent in their roles, and the organization’s mission and goals must be clear to all members. This enables individuals to make informed decisions that align with the organization’s objectives.
  3. Give control, not orders
  4. Mistakes should be seen as learning opportunities. Creating an environment where team members can openly share and discuss failures and lessons learned fosters innovation and improvement.
  5. Empowerment Leads to Engagement
  6. Always question the status quo

What I got out of it

  1. This book brought unique ideas on how to lead others in working cooperatively together. When we use the approach of “leader to leader” we open the best in each individual. 

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